Name: Gerald Lawless
Title: Executive chairman
Company, city: Jumeirah Group, Dubai
Number of employees: 13,000-plus
Recent project: I co-chaired the World Economic Forum on East Asia in Bangkok in May 2012. As vice-chairman of the WEF’s Aviation, Travel and Tourism Council, I am actively involved in promoting e-visas worldwide.
First job: Before attending hotel school, I worked for six months in the kitchen of the Great Southern Hotel in Galway, Ireland.
Your Business
Essential business philosophy: Our industry depends on people at every level. While senior leaders set direction, it is the junior staff who deliver the promise and provide the daily service that defines our relationship with the most important stakeholders: our guests.
Best way to keep a competitive edge: Define your product clearly and remain faithful to it. If your offering is positioned as a luxury product, be uncompromising about delivering that promise to guests. Consistent, obsessive attention to quality is what builds and sustains a brand.
Yardstick of success: Success is multi-dimensional. Financial performance and a good return on investment are essential, but they must be matched by a commitment to quality and adherence to the founding purpose of the business.
Gerald Lawless as a Traveler
What is the most important item you take when traveling? A multi-plug adapter. It highlights a simple frustration — the world still uses many different standards for power outlets.
How do you spend your time on board? I usually fly Emirates, which I regard as the best airline in the world. Their entertainment system is excellent. I prefer not to have telephone access during flights, but on some Emirates A380s I can access email and catch up on work.
What is your favorite restaurant in the world? Pierchic at Madinat Jumeirah.
What is your favorite destination in the world? My small ski apartment at Les Arcs in France.
About Jumeirah Group
What can travelers expect from a stay at Jumeirah? Guests can expect an experience that embodies our motto “Stay Different.” We focus on recognizing and respecting each guest as an individual. That mindset is embedded in our culture: every colleague at Jumeirah understands the value of personal attention and tailoring service to individual needs.
Jumeirah has had great growth in the past five years. What are recent additions? Since early 2011, Jumeirah Group has more than doubled the number of managed properties and expanded into almost four times as many countries. Recent openings and developments include hotels, resorts and residences in London, Frankfurt, Rome, Istanbul, Mallorca, Shanghai, Abu Dhabi, Dubai and the Maldives. In the coming months, Jumeirah plans to open Jumeirah Messilah Beach Hotel and Spa in Kuwait and Jumeirah Bilgah Beach Hotel in Baku, Azerbaijan.
What is the most challenging aspect of running a luxury hotel group? Consistency is one of the greatest challenges. Hotels are inherently distinct — we encourage each property to “Stay Different” — yet it is vital to maintain the golden thread of Jumeirah culture across every location. Delivering that consistent cultural and service standard across diverse properties is the ongoing challenge for management.